OB11 chapter 03 values attitidesand job satistaction

eleventh

organizational
ior

editi
on

behav

stephen p. robbins


Chapter 3

Values, Attitudes,
and Job Satisfaction
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
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E D I T I O N

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PowerPoint Presentation
by Charlie Cook

OBJECTIVES
LEARNING

After studying this chapter,
you should be able to:
1. Contrast terminal and instrumental values.
2. List the dominant values in today’s workforce.
3. Identify the five value dimensions of national
culture.
4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes
and behavior.
6. Identify the role consistency plays in attitudes.
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7. State the relationship between job satisfaction
and behavior.
8. Identify four employee responses to
dissatisfaction.

LEARNING

O B J E C T I V E S (cont’d)

After studying this chapter,
you should be able to:

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3–4


Values
Values
Values
Basic convictions that a specific
mode of conduct or end-state of
existence is personally or socially
preferable to an opposite or
converse mode of conduct or
end-state of existence.
Value System
A hierarchy based on a ranking
of an individual’s values in terms
of 2005
theirPrentice
intensity.
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Hall Inc.
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3–5


Importance

Importance of
of Values
Values
 Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
 Influence our perception of the world around us.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are
preferred over others.

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Types
Types of
of Values
Values ––- Rokeach
Rokeach Value
Value Survey
Survey
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to achieve
during his or her lifetime.

Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values.
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Values
Valuesin
in
the
the
Rokeach
Rokeach
Survey
Survey

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Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

E X H I B I T 3–1
E X H I B I T 3–1

3–8

Values
Valuesin
in
the
the
Rokeach
Rokeach
Survey
Survey
(cont’d)
(cont’d)

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Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

E X H I B I T 3–1 (cont’d)
E X H I B I T 3–1 (cont’d)

3–9


Mean
MeanValue
ValueRankings
Rankingsof

of
Executives,
Executives,Union
Union
Members,
Members,and
andActivists
Activists

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Source: Based on W. C. Frederick and J. Weber, “The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.

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10

E X H I B I T 3–2
E X H I B I T 3–2


Dominant
Dominant Work
Work Values
Values in
in Today’s

Today’s Workforce
Workforce

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11

E X H I B I T 3–3
E X H I B I T 3–3


Values,
Values, Loyalty,
Loyalty,and
and Ethical
Ethical Behavior
Behavior

Ethical Values and
Behaviors of Leaders

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Ethical
Climate
in
Ethical
Climate
in

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3–
12


Hofstede’s
Hofstede’s Framework
Framework for
for Assessing
Assessing Cultures
Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution

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13


Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)

Individualism

Collectivism

The degree to which
people prefer to act as
individuals rather than
a member of groups.

A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.

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14


Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Achievement
The extent to which societal
values are characterized by

assertiveness, materialism and
competition.
Nurturing
The extent to which societal
values emphasize relationships
and concern for others.
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Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.

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Hofstede’s

Hofstede’s Framework
Framework (cont’d)
(cont’d)
Long-term Orientation
A national culture attribute
that emphasizes the future,
thrift, and persistence.

Short-term Orientation
A national culture attribute that
emphasizes the past and
present, respect for tradition,
and fulfilling social obligations.
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17


The
The GLOBE
GLOBE
Framework
Framework
for
for
Assessing
Assessing
Cultures

Cultures

••Assertiveness
Assertiveness
••Future
FutureOrientation
Orientation
••Gender
Genderdifferentiation
differentiation
••Uncertainty
Uncertaintyavoidance
avoidance
••Power
Powerdistance
distance
••Individual/collectivism
Individual/collectivism
••In-group
In-groupcollectivism
collectivism
••Performance
Performanceorientation
orientation
••Humane
Humaneorientation
orientation

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Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager:
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.

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E X H I B I T 3–4
E X H I B I T 3–4


Attitudes
Attitudes

Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.

Cognitive component

The opinion or belief segment
of an attitude.

Affective Component

The emotional or feeling segment
of an attitude.

Behavioral Component

An intention to behave in a certain
way toward someone or something.

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19


Types
Types of
of Attitudes
Attitudes
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
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20


The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.

Desire
Desireto
toreduce
reducedissonance
dissonance
• •Importance
Importanceof
ofelements
elementscreating
creatingdissonance
dissonance
• •Degree
Degreeof
ofindividual
individualinfluence

influenceover
overelements
elements
• •Rewards
Rewardsinvolved
involvedinindissonance
dissonance

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Measuring
Measuring the
the A-B
A-B Relationship
Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.

Moderating
ModeratingVariables
Variables
• •Importance
Importanceof
ofthe

theattitude
attitude
• •Specificity
Specificityof
ofthe
theattitude
attitude
• •Accessibility
Accessibilityof
ofthe
theattitude
attitude
• •Social
Socialpressures
pressureson
onthe
theindividual
individual
• •Direct
Directexperience
experiencewith
withthe
theattitude
attitude

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Self-Perception
Self-Perception Theory
Theory
Attitudes are used after the fact to make sense
out of an action that has already occurred.

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23


An
AnApplication:
Application:Attitude
Attitude Surveys
Surveys
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.

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Sample
Sample Attitude
Attitude Survey
Survey

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